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7 Questions with Arshad Masood
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7 Questions with Arshad Masood
Name: Arshad Masood
Current title: CEO
Current organisation: Visionet
Arshad Masood, Managing Director and CEO of Visionet has a combined work experience of over 30 years. A major portion of his experience is geared towards Executive Management. His distinction lies in an attitude that is driven on ruthless ambition and the yearn for improvement.
Arshad’s journey started in IBM where he worked for nearly 10 years in sales and managerial roles. Since then, he has held multiple high-profile positions in reputable wireless, network, and technology companies. With his extensive experience backed up an extraordinary vision, he laid the foundation of Visionet. Prior to founding Visionet, he was a co-founder and held the position of President of GeePs Inc. and Aereon Solutions.
Currently, he is responsible for running multiple facets of Visionet and is focused on driving its growth. Arshad has a passion for innovation, which he instills in his team and everyone around him. He holds an MBA in MIS from Baruch College.
1. What have you found most challenging as a CEO or executive of a large enterprise?
COVID has instigated a major push for all things digital. Many of these digital transformations are time sensitive and innovation driven where massive analytics and language processing are the most common threads. Plus, all this needs to be done remotely which creates opportunities for team members to be innovative but many feel left behind because they are allocated to legacy technologies. They need to be retrained and redeployed while keeping the morale high so that an effective work environment can be pushed forward.
2. How did you become a CEO or executive of a large enterprise? Can you please briefly tell the story?
Started off my career with IBM Corporation in the US and held dynamic roles in sales and management. I founded Visionet Systems Inc in 1994 on the backdrop of being a co-founder and President of GeePs Inc. & Aereon Solution. My distinct qualities and a knack for innovative ideas led towards an everlasting legacy that I am currently building on. If you didn’t know, Visionet started out of my apartment and the rest is history. The ability to not give up in dire situations led towards a spirit that was contagious and the entire Visionet family strives towards the same spirit.
3. How do you structure your work days from waking up to going to sleep?
My usual workday begins exactly at 6AM. I begin by reviewing my tasks and emails so I can get a hold of the day in its entirety. At 9AM I have my breakfast then hit the gym at 12:30 – 13:30. Exercise is just as important as work so no compromises. I end the day with constructive meetings and calls.
4. What's the most recent significant leadership lesson you've learned?
Respect others & lead by example. Leadership is earned through trust and respect. I always pay heed in the form of respect to other and try to encompass my identity as a leader and an inspiration
5. What's one book that has had a profound impact on your leadership so far? Can you please briefly tell the story of how that book impacted your leadership?
The Innovator’s Dilemma by Clayton Christensen is a groundbreaking book in business theory and sheds light towards how pre-existing markets must be disrupted through innovation which can truly stand the test of time. It is a book that has influenced me in numerous ways throughout my career.
6. How do you build leadership capacity in a large enterprise?
I follow one core principle which has worked throughout my entire career. When someone is half ready for the next challenge, the person is 100% ready.
7. What is one meaningful story that comes to mind from your time as a CEO or executive of a large enterprise so far?
Visionet started on the backdrop of little or no capital. To make matters worse, retention of key team members was out of the question due to compensation limitations. I even negotiated equity in return for the first line of team members as I understood the value of inclusion and sense of sharing among the winning team members. Due to my vision, every 5-6 years high performing employees are given meaningful equity in the company. In fact, I only own 16% of Visionet and still we do not have any debts or investors as the profitability charts have always been exceptional.